Ammunition Program Restructure
Plan:
• Context
• Progress of the Ammunition Program Restructure (APR) Project
• Status of the Ammunition Program elements
• PMB 14/07 endorsed Ammunition Program governance model
Col Dan Rivière
Materiel Group J4 (Mat J4) and Ammunition Program Restructure (APR) Team Lead
CFLA Ottawa Chapter, 20 May 2014
1
Perspective (PERI)
Personnel:
•
Vast array of “A&E Practitioners”: Ammunition Technical Officers (ATOs), Explosive Engineers (EEs),
Ammunition Technicians (ATs), Civilian Ammunition Technicians (CATs); AWTs, NWTs, EOD Operators,
Civilian Contractors, Allies (military and Civilian)
•
Supply Management
Equipment
•
Ammunition is about half of DND’s $6B inventory
– Over 40% of the GoC total inventory holdings
– 12% of Net Value of all DND/CF non-infrastructure materiel assets (capital assets + inventory)
•
Annual procurement of ammo and explosives involves expenditure over $140 (significant reductions in
the past years)
– Much of it under MSP, which is strategically important to Canada
Readiness (through Governance):
•
The program has been restructured multiple times
– Until recently managed in a highly decentralized framework, guided by the « Ammunition Board »
– Ammo Program crossed Strategic, Operational and Tactical responsibilities across L1, L2 and L3
HQs – Critical Mass versus Organizational Depth
– L1 ATA function resided in L3 HQ with minimal / ineffective influence on L1 planning
Infrastructure:
•
Roughly 350 licensed 3rd and 2nd line Ammunition facilities at 28 locations for storage and supporting
activities including workshops, transit, hardstand and laboratories, distributed across Canada
Weakness in management of DND’s ammo program therefore has a significant impact on:
• CF operations and readiness
• Defence industrial capabilities
• Canada’s Public Accounts
2
Requirements
Determination
•
The Challenge
Notwithstanding overall success in supporting ops, governance review identified
multiple problems:
–
Inability to coherently address inventory data currency and accuracy problems, and
Horizon 2 and 3 planning requirements, affecting ops and public accounts
–
Basis for requirements unclear and not well aligned with readiness management,
meaning uncertain justification for expenditures
–
No strategic planning of stockpile positioning and distribution
Demand – Allocn –
Reconciliation –
Support
Capabilities
(PERI)
Inventory
Management
No strategic planning design for infrastructure
Poor integration of business systems driving up business costs, which resulted in
customized ammo-unique solutions
–
Overlaps, gaps and uncertainty in authorities, responsibilities and accountabilities
(ARA) hindering decision making and leaving critical gaps (e.g. demilitarization)
–
Lack of strategic level performance and risk management reporting on the program
–
Ad Hoc specialist personnel selection, training and professional development (force
generation), as well as retention and leadership development problems.
–
Terms of reference of the ammunition board (AB) do not provide authority to make
strategic decisions and execute the program
–
Issues tabled at the board were mostly at the tactical and operational level and were
not linked to program outputs and outcomes
Governance and
Integration
Warehousing
and Distribution
3
The Program
Mission:
•
To oversee strategic-level management of the ammunition & explosives (A&E)
program, with the view to
– providing a comprehensive mechanism for A&E policy and support capability
management, and
– enabling strategic surveillance, collaborative readiness planning and Joint,
Interagency, Multinational and Public (JIMP) information exchange
Pillars:
Outcomes
Commodity:
Quality ammunition
efficiently delivered
on time to support
CAF ops & trg
« Virtual Team »
Regulator
(DAER)
Project
Integration
Integrator
(J4 Ammo)
Program
Mgt
Policy and
Doctrine
EPM
(DAEME)
Support
Capability
Capability:
Effective
ammunition support
capabilities
Accountability:
Accurate inventory
and financial data
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« Road to APR »
Focus: FG
Focus: FE
APR AO
(and beyond)
LD
AA
Phase 1:
“Go”
Phase 2:
Plan + Prep
IOC
Mobilize + Outreach
(0): MIP sign-off
(16 Sep 2013)
Pre-Conditions
 VCDS/ DCB approval, received
 Options Analysis, completed
 Mgt framework, with exec
leadership in place, established
 MIP signed-off by ADM(Mat)
 Res (pers, $, infra, sys) made
available to the APR Tm
 TOA from Study Ld to APR
Team Ld, completed
FOC
+6m
+12m
(31 Mar 2014)
(15 Sep 2014)
Conditions for IOC
 Orient: retreat (kick-off) conducted
 Res secured ($, pers, infra, sys); pers
transfers staff work initiated
 Training initiated
 APR (Core) Tm assembled
 TORs developed and communicated
 Fin and HR authorities delegated.
 Project Control Office (PCO) estab.
 AB evolved to APOC; last AB forum
held (closed).
 Temporary/Minimum manning levels
for J4 Ammo Br (Policy, Program and Sp
Capability Sections) are reached (14).
 Track 1: NICP/EPM functions
consolidated under LEPM/DAEME.
 Track 2: New J4 Ammo Branch
activated under DCOS Mat.
 CJOC functions realigned (internal).
 - IOC: (Tracks 1-2) Achieved.
Phase 3:
Implement + Optimize
Obj - Steady
State
- NFO
- Continuous
improvement
+ process
optimization
Conditions for FOC
√ Revitalized governance model and
APOC TORs endorsed by PMB
- APOC forum held.
- Manning levels for J4 Ammo Br (Policy,
Program and Support Capability
Management Sections) optimized (15-20).
- Pers transfers approved and completed
(as per MIP; relocations internal to Mat Gp
and from external).
- Training completed (Program,
Performance and Risk Management
training essential).
- Transition/ integration of J4 Ammo Br
into Mat J4 completed.
- APR PCO transitioned into Mat J4 Sec.
- FOC: ADM(Mat) declared
- APR Project Closure and transition to
steady state
- Ammunition Program: Report back to
PMB (on annual basis or as req).
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Current posture – Assessment and Progress
Function
Assess + Trend
Start
Last
Current
15-092013
19-032014
05-2014
Current OPIs
Remarks
Prog Planning &
Management
OPI: Mat J4 Ammo
- Secretariat, Project Control Office stood up.
- Governance model, endorsed at PMB 14/07
- Dev APOC sub-committee/WG structure
- CRS MAPs (Acquisition) closing
Policy & Doctrine
OPI: DAER (regulatory), J4 Ammo
(non-regulatory)
OCI: CJOC, DMPP, DAEME
- Reviewing entire ammo policy suite:
regulatory, non-regulatory, technical.
Sp Capability
Management
OPI: CFD
OCI: CJOC, ECS, J4 Ammo
- Outreach/ engagements in progress
- Developing processes
Requirements
Management
OPI: SJS
OCI: Mat Gp, ECS
- Requirements: Call Letter to initiate annual
cycle rel by DOS SJS (April 2014)
- Review of Ammunition Requirements WG
TORs
Ammo EPM
OPI: LEPM/DAEME, SOFCOM
(Black Ammo)
OCI: PWGSC, MSP Partners
- Natl Inventory Control Pt (NICP) in Mat
Gp/LEPM
- Procedures being established
Ammo Pers
Management
OPI: CF Branches, Corps
OCI: CJOC, ECS
- Highly decentralized and dispersed function
- J4 Ammo has not yet addressed the
challenges
Infrastructure
OPI: ADM(IE)
OCI: CJOC, ECS, Mat J4 Ammo, L1
ATA
- Outreach to L1s and SME advice to OPI for
national real property development planning
- J4 Ammo has not yet addressed the
challenges
Regulatory
OPI: DAER
- Renewed Policy suite nearing completion
- Compliance and Safety program stable
Systems
Management
OPI: Mat Gp (DRMIS wave 2), IM Gp
(AIMS)
-Ongoing tech support, Ammunition
Information and Maintenance System (AIMS)
- Coord development of reporting tools
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Ammo Program Oversight Committee (APOC):
Terms of Reference
Mandate:
To provide strategic advice and make
recommendations to the Programme Management
Board (PMB) on all aspects of the DND/CAF
Ammunition & Explosives, linked to its intended
outcomes.
Outcomes: Effective management of:
• Ammunition as a commodity,
• Ammunition Support Capability, and
• Accountability.
Program Elements:
The primary focus of APOC is to assist CAF/DND
senior leadership with decision support and advice as
it affects performance of and risks to the ammunition
program. It facilitates a collaborative forum to enable
cross-functional coordination and monitoring of the
ammunition program elements:
• Program planning and management
• Policy and doctrine
• Support capability management
• Requirements management
• Ammo equipment program management
• Ammunition personnel management
• Infrastructure
• Regulatory
• Systems management
Composition: Reps preferably at Col/EX Level
Core Membership
• SJS J5 (Co-Chair)
• DCOS Mat (Co-Chair)
• VCDS: DDFP (in direct support)
• SJS J34
• CJOC: J4 and Comd CMSG
• ECS (RCN, CA, RCAF)
• CANSOF
• CMP
• ADM(IE)
• ADM(S&T)
• DAER
• Mat Gp: DGLEPM, DGMSSC, DGIIP, J4, DAEME, DLP
Supporting Membership
• PWGSC
• CFEOD
• ADM(IM)
• Mat Gp: DGMEPM, DGAEPM, DGMPD(Air),
DGMPD(L&S), DMG Compt, DMGOR, LBI
Coordination: Mat J4 Ammo Secretariat
Meeting and Reporting Frequency:
• Quarterly or as required
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Opportunity:
Ammo Program in support of Defence Renewal
Requirements
Determination
Inventory
Management
ADM(Mat) (MSSC)
SJS
2.1 A&E Inventory Mgt
(Modernize management of
and rationalize commodity)
1.4 A&E Rqmnts Planning
(Align with FP&R)
Demand – Allocn
Reconciliation
Ammo Program
Pillars
• SME advice
• Decision support
Governance and
Integration
Support
Capabilities
(PRICIE)
ADM(IE)
4.2 Real Prop Rationalization
(Optimize Footprint)
CJOC (CMSG)
2.2 A&E Warehousing-Distr
(Optimize space and
movement)
Warehousing
and Distribution
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